Lead strategic financial planning initiatives, including working capital funding, financing growth objectives, and new business investment goals.Led ERP conversion from financial reporting and general modules to full scope inventory management, order-to-cash, and procure-to-pay modules.Partnered with Big Four firm in 2024 to ensure GAAP compliance during high growth stage.

Financial leader for three health and wellness e-commerce companies.Introduced and developed budgeting, forecasting, and detailed financial reporting for all companies. Implementing scalable financial systems, processes, and team to support and align with a fast-growing multi-company e-commerce organization.Onboarded the organization's first in-house accounting platform in order to develop a finance team that fully supports the businesses and their unique needs. Enhanced the reporting structure to include weekly, monthly, and quarterly sales performance, financial reporting and forecasting, and cash flow analysis.Lead all areas of treasury functions across all companies.

Lead Online LLC reporting to include revenue, revenue-related KPIs (retention, ACV, sales analysis), cash position, and P&L. Managed quarterly sales compensation process from performance to quota through to compensation statement distribution. Collaborated with work teams to maintain focus on continuous improvements in all finance-related workflows such as contract-to-cash, vendor management, and expense reporting.Co-lead the separation process from former parent company (Clarivate Analytics / MarkMonitor) in order to develop a stand-alone finance and accounting team in Meridian, Idaho to support the OpSec Online LLC entity. Hired and installed the accounts receivable, accounts payable, payroll, and accounting teams to include team structure, process flow, and systems training. Implemented corporate card program, expense portal (Concur), payroll (ADP), and accounting platform (NetSuite).

Finance leader for the sale of the non-domain business to OpSec Security. Worked with third party firms to construct all carve-out financial statements, sell-side diligence reporting, and other pertinent documentation. Represented as the finance leader in all management presentations to prospective buyers and investment bankers. Responsible for MarkMonitor P&L reporting and analysis. Includes detailed revenue and expense trending, planning, and reporting to meet critical financial calendar deadlines.Lead a team of senior financial analysts who perform data gathering, analytics, and reporting while supporting both corporate and local business unit deliverables. The team provides business intelligence used in support of investment opportunities, strategic decisions, and company performance. The team spearheaded the delivery of profitability reporting and analytics across all product lines. Profitability models have been used to drive EBITDA margin and scalable revenue growth.

Lead a work team responsible for end-to-end invoicing and collecting on $120m of annual salesEngage with sales, customer service, and our clients to determine billing and payment solutions that meet the unique needs of our clients while satisfying the requirements of service agreementsCo-managed the company’s migration to NetSuite, a cloud-based order-to-cash application. Project required redesigning the customer and product hierarchies to achieve optimal internal and external reporting solutions for revenue and receivables.Developed the Collections Dashboard which monitors KPIs related to billings, collections, and customer aging. The dashboard provided key insight into customer activity and trends, which allowed our team to improve days sales outstanding by 5 days.Implemented paperless invoicing in order to improve delivery performance and promote green business practices

Specialized in revenue reporting for domain management and antipiracy products for a globally leading brand protection SaaS company. Provided industry-specific metrics, forecasting, and trend analysis to leadership through a variety of weekly and month-end reporting tools. Developed dynamic reporting dashboards that refine and improve forecasting, trending analysis, and identifying areas for increased profitability and operational efficiency.Reviewed and approved new client contracts to ensure valid financial terms were represented and revenue is properly recognized per GAAP standards.

From 2009 to 2015 Bishop Kelly girls soccer won seven conference and district titles in addition to playing in five consecutive state championships from 2010 through 2014, winning titles in 2010, 2011, and 2012. Honored in 2011 as the 24th ranked team in high school girls soccer from the National Soccer Coaches Association of America.

Coached all girls age groups from U11 through U17 for the Boise Nationals Soccer Club (and Boise Blast Soccer Club prior to 2006 when the two clubs merged) from 2003 through 2012.

Spearheaded the enterprise-wise inventory target process that was implemented in fiscal year 2013. The process used multi-variable regression analysis to allocate dollar targets to store level based on specific metrics that define how stores can be grouped across a company.Provided detailed insight into specific areas of the grocery retail business such as identifying potential risks and highlighting profit enhancing opportunities within sales, gross margin, and working capital. Developed innovative reporting through the use of Access Databases and Macro-enabled Excel worksheets that allow for division personnel and store management teams to view critical operational areas within the business. Engaged with finance, operations, and merchandising teams on projects related to increasing operational efficiency and achieving positive financial results with division merchandise programs and store processes.

Managed a team that oversaw Shaw’s Supermarkets (176 stores) margin and inventory reporting prior to conversion to a common platform.- Accounted for approximately $1b in base margin per year- Supervised the reconciliation of all cost of goods elements, including greater than $3b in annual sales- Eliminated 32 hours per week of the reconciliation process through creating efficient account balancing templates that also provided daily and weekly snapshots of expected period financial results Team lead for a 30 month, over $3m dollar conversion project that moved Shaw’s to a common financial platform consistent with other divisions. - Demanded thorough knowledge of the involved systems and processes to drive solutions to completion- Developed and conducted the train-the-trainer program to allow for a successful transformation across retail stores and the division office